Presentation based on input from J. Boye group members and the J. Boye Aarhus 12 conference

1. Towards the
Intranet of the Future
December 2012
Janus Boye

2. Intranet today: A case for change
- Currently: news or tools-driven intranet
- No clear strategy, objectives, responsibility and
ownership; central or de-central
- No coherence between current intranet and other
online tools
- Lack of analytics & business intelligence to
measure impact
- Email overload

3. Your burning platform
- No ownership: No captain with formal
responsibility and assessment criteria and no
anchoring of activities = no action
- Having loosely defined content owner and editor
roles around the organisation with no formal
assessment of effort and impact doesn’t work.
(Many have tried)
- Having no central body prioritizing the
requirements and formally directing the
strategy and development will result in a clash
of agendas from the different divisions

4. Learnings from winning intranets
- Re-thinking how we work rather than just re-
designing and re-launching the intranet
- Using modern technology to increase productivity
and reduce the reliance on e-mail
- Using a next-generation intranet to strengthen the
culture and break down silos
- Investing in people to create a new working
environment

5. Mobile features
Objective
Make it easier to
familiarize
employee with
regional office,
even if only there
for a day, and
thus become
more productive

6. Mobile (Sprint)

7. Home page - social intranet of ABN AMRO
Idea management
area
Knowledge
management
Discussion groups
‘Rooms’ =
communities
Blog

8. Integrated applications (Omron)
Productivity applications
linked to your user profile:
Find prospects along your
route
Digital workplace - Intralife 2012 8

9. Integrated applications (Omron)
Business intelligence
integrated with the
intranet

10. G4S Home Page

11. Belgacom Home Page

12. Roadmap to the intranet of the future
Accelerate Grow Reach
Most are is The best are
GOVERNANCE here going here
incorporate responsibility for the
intranet into everyone's job, including
Establish clear ownership Move towards a distributed commitments to share / record
Update role descriptions and make ownership and accountability model, /participate. Central team with senior
Structure
intranet an accountable part of the with ultimate responsibility anchored executive level mandate setting the
job description in central team direction.
Communication Move beyond top-down A truly global culture-bearing platform
Introduce new intranet brand and use
communication by introducing that leverages internal social media
& Culture intranet for communication training
engagement and interaction features and connects people, tools and tasks
The one single platform facilitating all
Supporting Invest to better connect people, tools Become the key platform for mobile online communication and
growth and tasks workers collaboration regardless of location
and division
Benchmarking with financial metrics Regular benchmarking on KPIs and
Benchmarking
Track impact, not just output in place. Leverage analytics, move follow-up on recommendations. Data
and ROI towards turning it into intelligence guides key intranet decisions
Roll out the right solutions for the
Introducing feedback and socializing Defining and shaping the right future
respective divisions (dashboards,
Social elements of the intranet adressing social solutions; pilot key divisions,
social, mobile-first) and ensure these
LoB issues test features
become “the way of working” globally
Content Making it for you and not just from us
Nobody knows what are in the Improve global reach, carry out anticipate your needs and make
SharePoint sites. Email overload and extensive content clean-up and start recommendations for what you might
difficult to navigate the intranet breaking down the silos need. More intelligent + contextual,
recognising that people need
different things at different times and
places

13. Roadmap to the intranet of the future
Accelerate Grow Reach
Most are The best are
COLLABORATION here going here
Further empower workers by Effectively leveraging collective
Collab. tools Drive adoption and facilitate rapid intellect. (Requires authoritative,
introducing collab capabilities that
integrated in growth of formal communities and mandated moderation.) Seamless
allows cross location / division
global platform exchange and collaboration informal networks + more self service workplace with alignment to
Enterprise Content Management,
portal and other strategies
Introduce tools that enable workers Ensure accessibility for all and Continually ensure alignment with
to stay informed about subject areas implementing a method of assessing other platform initiatives as part of
Initiative
and projects of importance. Establish that initiatives serve business needs. overall collab vision. An integrated
alignment part of the next generation intranet
standards of use. Guidelines, processes, incentives
and enhancements to promote usage
SYSTEMS New initatives are mobile-first. A lean portal that is always on, any
Upgrade unsupported platforms. where, any time, any device. Global
Platform & Reduce risk through use of official
Introduce enterprise mobility Standardization and interoperability
Tools tools and processes
emphasized.
Make the system smart enough to
Fix search: invest in improving quality Increased confidence in search for
consider issues like location, time,
of result, increasing relevance etc. improved decision making. Search as
Search device to give me the things most
alternate navigation
relevant to my current situation.
Improved competence and skills The intelligent intranet: use data-
Improved people finder for finding identification tool.
Killer apps profile, usage history, social graph
someone who knows or building a Mobile apps designed for the needs etc to anticipate your needs and
team of specific divisions. make recommendations for what you
might need.

14. Rethinking how we communicate
Today Intranet of the future
Towards
Learn
Follow Collaborate
Connect Create
News News Search
Share
Any device, anywhere,
targeted
Bottom-up/side-to-
Top-down
side/top-down
Controlled
No control
One-to-many
Many-to-many

15. Raison d’être
1) Empower staff who will connect effectively
and increase speed, share knowledge,
collaborate and learn continuously to grow
the company and help change the world
2) Create a new working environment that drives
innovation, exceptional collaboration and one
strong global culture

16. Why now?
Overall: Competitive risk, productivity loss, delays
Stifles speedy innovation and development
- No efficient way of collaborating across divisions and
regions = time to market significantly slower
Sensitive information escaping
- Employees utilize external (i.e. cloud based) tools for
knowledge sharing, risking loss of business critical
information

17. Why now?
Outdated content
- Action is taken and mistakes made on the basis of
obsolete information found on current intranet
Ineffective search
- Current data content not tagged, indexed and archived
consistently making resources difficult / impossible to
find. Lack of information management skills in place
leads to further content chaos

18. Employees try to complete tasks
Employees give up in relation to existing tools and find
better, easier alternative external tools for e.g.
collaboration and knowledge sharing
- Sensitive information escapes onto uncontrolled
channels
- Valuable ideas and developments not captured in
proprietary system
- Fragmentation of knowledge pool
- Email overload
- Overreliance on offline networks

19. Behind the curve on technology
- Existing setup increasingly becoming competitive
disadvantage
- Future key requirements will be expensive to meet in
current landscape; many included as standard in current
versions
- Unsupported platforms

20. Requirements not met
- Roll-out of a serious collaborative solution with decent
management of ideas and knowledge submitted,
follow up and distribution requires continuous and
disciplined process management, attention and
maintenance anchored in one place
- Offering an intranet that serves relevant news and
facilitates the right combination of functionalities and
services in the respective divisions requires an ongoing
dialogue with leads and business experts in the various
divisions in order to meet changing needs, ensure
quality and develop solutions in a timely manner

21. Towards a digital workplace
- A new working environment with enhanced collaboration
and better facilitation of idea exchange and development
- A vehicle that cultivates, enhances and promotes a “One
culture”: reduces the risk of dilution of brand values.
- An opportunity to maximize the investment in digital
through better ongoing management

22. Where’s the return-on-investment?
Faster access to the right human resources and formation of
new project teams
- Reliable, accurate people and competence finder will
speed up the identification of the right people to contact
and to include on future teams
Introduction of tools that allow more flexible and location-
independent ways of working
- Less travel and reduced demand for physical locations –
work efficiently with anyone from anywhere, anytime

23. Where’s the return-on-investment?
Getting new hires up to speed and effective quickly
- A sleek and concise workflow and the right introductory
info easily available will get new starters up to speed and
familiar with key knowledge and compliance issues faster
Time saved finding information
- A better search coupled with an on-going clean-up,
maintaining up-to-date versions of documents will reduce
employees’ time spent searching

24. Scenario 1
- Continue as is
- Spending at current level
- No dedicated resources and no-one responsible
- Continued lack of clear vision and disconnect with
brand
- Functionalities soon rendered obsolete
- Information overload means employees will not
consider the intranet a reliable source of
information
- No coherence between digital tools

25. Scenario 2
- Move towards a digital workplace similar to the current elite
- Get the right team in place
- 1 FTE heading up with adequate mandate
- 4 FTEs: day-to-day management of tools and content, ongoing
assessment of requirements in different business areas,
support & training
- Effective vehicle for developing and supporting “One culture”
- Clarity around digital tools and functionalities across the
organization; scope for shortening many processes
- Focus on enterprise mobility: carefully managed solutions that
enable location-independent ways of working
- More transparency between divisions
- Cross-organizational, moderated collaboration with improved
workflow idea > action. This enhances the goal of empowering
employees at all stages of every work process

26. Scenario 3: I
- Digital workplace of the future
- Get a winning team in place
- 1 FTE heading up with adequate mandate
- 6 FTEs: day-to-day management of tools and content,
ongoing assessment of requirements in different
business areas, support & training
- A great place to work with digital supporting new hires
as well as long-time employees
- Connecting communities across regions and functions
and expanding the way our people participate in our
organisation

27. Scenario 3: II
- Constant and clear use of cases to illustrate the desired
direction and behaviour across the organization
- Achieve the “Google experience effect” with all key
applications and functionalities deployed
- Best-of-breed solutions that are truly device agnostic; i.e.
can be accessed and used anywhere from any device
- The extended enterprise: Solutions that easily allows for
collaboration with external experts

28. Next steps
- Establish business case
- Carry out digital audit in order to understand
the potentials and shortcomings of existing
tools, map out digital requirements and define
the vision in accordance with overall objectives
and values
- Drivers for specific recommendations:
Productivity, culture exchange and promotion
of “one culture”, employee engagement,
learning, faster + tighter and better moderated
idea development

29. 2013 objectives
- Launch the digital workplace v1 encompassing
a realistic number of initiatives
- Including initial mobile offerings such as news,
people finder, enhanced search
- Define governance plan and deploy
- Identify training gaps and work on improving
digital literacy across divisions that need it.
- Agree benchmarking strategy from day 1
- Creating relationship to address gaps